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100 Cards in this Set
- Front
- Back
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Performance Mgmt
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Continuous Process where ees and managers work together to improve perf
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The Performance Management Process
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Establish EXPECTATIONS
Coaching and Development On-going feedback Formal Perf. Appl. Rewards and Recognitions |
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Rating Approaches
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Standard Rating Scale
BARS MBO |
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Std Rating Scale
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Popular for non exempt jobs
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Behavioral Anchoring Rating Scale
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Makes Rating less subjective
Research hasnt born out the effectiveness of BARS Routine Jobs one can see process it takes to create good outcomes |
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Management by Objective
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Effective for ind and org to improve performance
Less routine outcomoe is clear but process is unclear |
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Raters
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STORE and Recall info in TRAITS
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360 performance appraisal
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Self Lenient
Supervisor 80% Most reliable Venders Customers increasing in impt Peers Mixed Group Tension Subordinates Will not differentiate when they know money will be divvyed up Merit pay is usually close together this is bad high perf. will leave |
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Rater Error Training
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Most success with reducing halo effect
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Rater Accuracy Training
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Develop mgrs oberservational skills (STARS)a
USE GROUP DISCUSSION |
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Performance Evaluation Process EFCAR
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Expectations
Feedback Coach to improve Appraise formally using effective format and process Reward Differentially |
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Performance Evaluation Process EFCAR
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Expectations
Feedback Coach to improve Appraise formally using effective format and process Reward Differentially |
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Performance Evaluation Process EFCAR
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Expectations
Feedback Coach to improve Appraise formally using effective format and process Reward Differentially |
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Dealing with inflated ratings of PA
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Use forced ranking 1-2 years
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Dealing with inflated ratings of PA
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Use forced ranking 1-2 years
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Dealing with inflated ratings of PA
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Use forced ranking 1-2 years
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Cross Functional
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Increase Consistency
Dont Spend all your time on on lowest perf. |
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Cross Functional
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Increase Consistency
Dont Spend all your time on on lowest perf. |
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Cross Functional
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Increase Consistency
Dont Spend all your time on on lowest perf. |
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WHAT KIND OF RAISE TO A POOR PERFORMER
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0% TO SOMEONE YOUR GETTING READY TO CAN
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WHAT KIND OF RAISE TO A POOR PERFORMER
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0% TO SOMEONE YOUR GETTING READY TO CAN
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WHAT KIND OF RAISE TO A POOR PERFORMER
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0% TO SOMEONE YOUR GETTING READY TO CAN
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Performance Evaluation Process EFCAR
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Expectations
Feedback Coach to improve Appraise formally using effective format and process Reward Differentially |
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Performance Evaluation Process EFCAR
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Expectations
Feedback Coach to improve Appraise formally using effective format and process Reward Differentially |
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Merit Grid
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Considers EE PERF RATING
and POSITION IN THE PAY RANGE As you go up in the superior range the the % decreases |
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Performance Evaluation Process EFCAR
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Expectations
Feedback Coach to improve Appraise formally using effective format and process Reward Differentially |
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Merit Grid
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Considers EE PERF RATING
and POSITION IN THE PAY RANGE As you go up in the superior range the the % decreases |
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Merit Grid
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Considers EE PERF RATING
and POSITION IN THE PAY RANGE As you go up in the superior range the the % decreases |
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Dealing with inflated ratings of PA
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Use forced ranking 1-2 years
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Dealing with inflated ratings of PA
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Use forced ranking 1-2 years
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IN MERIT GRID THE SIX IN COMPETENT IS FOR EES
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THAT MEET EXPECTATIONS
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Dealing with inflated ratings of PA
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Use forced ranking 1-2 years
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Performance Evaluation Process EFCAR
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Expectations
Feedback Coach to improve Appraise formally using effective format and process Reward Differentially |
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IN MERIT GRID THE SIX IN COMPETENT IS FOR EES
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THAT MEET EXPECTATIONS
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Cross Functional
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Increase Consistency
Dont Spend all your time on on lowest perf. |
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IN MERIT GRID THE SIX IN COMPETENT IS FOR EES
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THAT MEET EXPECTATIONS
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Cross Functional
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Increase Consistency
Dont Spend all your time on on lowest perf. |
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Red circle Rates
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EES sometimes fall outside the rate Red circle rate so STOP their pay
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Cross Functional
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Increase Consistency
Dont Spend all your time on on lowest perf. |
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Red circle Rates
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EES sometimes fall outside the rate Red circle rate so STOP their pay
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WHAT KIND OF RAISE TO A POOR PERFORMER
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0% TO SOMEONE YOUR GETTING READY TO CAN
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WHAT KIND OF RAISE TO A POOR PERFORMER
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0% TO SOMEONE YOUR GETTING READY TO CAN
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Red circle Rates
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EES sometimes fall outside the rate Red circle rate so STOP their pay
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Dealing with inflated ratings of PA
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Use forced ranking 1-2 years
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WHAT KIND OF RAISE TO A POOR PERFORMER
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0% TO SOMEONE YOUR GETTING READY TO CAN
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Green Circle Rates
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Raise ees pay GO
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Green Circle Rates
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Raise ees pay GO
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Merit Grid
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Considers EE PERF RATING
and POSITION IN THE PAY RANGE As you go up in the superior range the the % decreases |
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Green Circle Rates
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Raise ees pay GO
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Merit Grid
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Considers EE PERF RATING
and POSITION IN THE PAY RANGE As you go up in the superior range the the % decreases |
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Cross Functional
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Increase Consistency
Dont Spend all your time on on lowest perf. |
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Merit Grid
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Considers EE PERF RATING
and POSITION IN THE PAY RANGE As you go up in the superior range the the % decreases |
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Compa-Ratio
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Your pay by the midpoint
Entry Level 1st Quartile Entry Level greater than 1 |
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IN MERIT GRID THE SIX IN COMPETENT IS FOR EES
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THAT MEET EXPECTATIONS
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Compa-Ratio
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Your pay by the midpoint
Entry Level 1st Quartile Entry Level greater than 1 |
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Compa-Ratio
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Your pay by the midpoint
Entry Level 1st Quartile Entry Level greater than 1 |
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IN MERIT GRID THE SIX IN COMPETENT IS FOR EES
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THAT MEET EXPECTATIONS
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WHAT KIND OF RAISE TO A POOR PERFORMER
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0% TO SOMEONE YOUR GETTING READY TO CAN
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IN MERIT GRID THE SIX IN COMPETENT IS FOR EES
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THAT MEET EXPECTATIONS
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Avg Performers in Merit Grid
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should be kept whole, consitent WITH % CHANGE
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Avg Performers in Merit Grid
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should be kept whole, consitent WITH % CHANGE
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Red circle Rates
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EES sometimes fall outside the rate Red circle rate so STOP their pay
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Avg Performers in Merit Grid
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should be kept whole, consitent WITH % CHANGE
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Red circle Rates
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EES sometimes fall outside the rate Red circle rate so STOP their pay
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Merit Grid
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Considers EE PERF RATING
and POSITION IN THE PAY RANGE As you go up in the superior range the the % decreases |
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Red circle Rates
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EES sometimes fall outside the rate Red circle rate so STOP their pay
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Green Circle Rates
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Raise ees pay GO
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Green Circle Rates
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Raise ees pay GO
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IN MERIT GRID THE SIX IN COMPETENT IS FOR EES
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THAT MEET EXPECTATIONS
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Green Circle Rates
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Raise ees pay GO
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Compa-Ratio
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Your pay by the midpoint
Entry Level 1st Quartile Entry Level greater than 1 |
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Compa-Ratio
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Your pay by the midpoint
Entry Level 1st Quartile Entry Level greater than 1 |
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Red circle Rates
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EES sometimes fall outside the rate Red circle rate so STOP their pay
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Compa-Ratio
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Your pay by the midpoint
Entry Level 1st Quartile Entry Level greater than 1 |
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Green Circle Rates
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Raise ees pay GO
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Avg Performers in Merit Grid
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should be kept whole, consitent WITH % CHANGE
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Avg Performers in Merit Grid
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should be kept whole, consitent WITH % CHANGE
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Avg Performers in Merit Grid
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should be kept whole, consitent WITH % CHANGE
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Compa-Ratio
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Your pay by the midpoint
Entry Level 1st Quartile Entry Level greater than 1 |
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Avg Performers in Merit Grid
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should be kept whole, consitent WITH % CHANGE
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Performance Evaluation Process EFCAR
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Expectations
Feedback Coach to improve Appraise formally using effective format and process Reward Differentially |
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Dealing with inflated ratings of PA
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Use forced ranking 1-2 years
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Cross Functional
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Increase Consistency
Dont Spend all your time on on lowest perf. |
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WHAT KIND OF RAISE TO A POOR PERFORMER
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0% TO SOMEONE YOUR GETTING READY TO CAN
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Merit Grid
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Considers EE PERF RATING
and POSITION IN THE PAY RANGE As you go up in the superior range the the % decreases |
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IN MERIT GRID THE SIX IN COMPETENT IS FOR EES
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THAT MEET EXPECTATIONS
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Red circle Rates
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EES sometimes fall outside the rate Red circle rate so STOP their pay
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Green Circle Rates
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Raise ees pay GO
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Compa-Ratio
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Your pay by the midpoint
Entry Level 1st Quartile Entry Level greater than 1 |
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Avg Performers in Merit Grid
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should be kept whole, consitent WITH % CHANGE for that region at least
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Top performers in Merit Grid
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Differentiate enough to be meaningful
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Performance in AP
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Decide how much of a merit increase is given for different perf levels
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Courts emphasize on Perf Appraisal
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Written Instructions/Trainging
Clear Criteria Job Descriptions Higher level supervisiors Consistent treatment across raters |
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Straight Ranking
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EES rated relative to each other
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Expat
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EES temporarily working and living in another country
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LCN Local Country National
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Individuals who are citizens of the foreign country where the parent employer operates
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TCN Third Country National
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Expats who are citizens of neither the employers parent country nor the foreign coutnry where they are living and workings
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Elements of Expatriate Compensation
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Salary
Tax Equalization Housing Differential Allowances and Premiums |
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Balance Sheet Approach
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Premise EES overseas should have same spending power as they would in home country
Keep ees WHOLE |
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Constructive Feedback to
FBIREWS |
Feelings
Behavioral Impact Response/Pause Expectations Whats Next Support and Agreement |
